How would you address a bottleneck that arises due to a supplier issue in your production line?

"If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions." - Albert Einstein. Here’s how you can apply this philosophy: 1. Gather Data: Collect all relevant information such as logistical delays, quality or capacity problems, communication gaps. 2.Engage Stakeholders: Involve team from production, procurement, and logistics to gain perspectives and insights. 3. Identify Impact: Assess how supplier issue affects different parts of the production line, inventory, and overall production schedules. 4. Define Problem Clearly: Create a clear and concise problem statement that outlines the specific challenges posed by the supplier issue.

Work with the supplier to solve the issue. There are a lot of tools to identify the root cause, you and your supplier must work together. I have been on both sides of this equation, if it becomes anything other than a team effort, the issue is prolonged.

There can be multiple solutions for a future solution here depending upon the demand volumes, lead time to resupply, supplier’s history with repeat / similar issues etc. A continuous visibility to the events happening at supplier, their inventory levels and reaction time to such issues is key to address bottlenecks.

Após identificar o gargalo, é crucial avaliar seu impacto na linha de produção. Pergunte-se: quão críticos são os componentes afetados e qual a extensão do atraso? Isso ajudará a priorizar ações. Utilize ferramentas como o Mapeamento do Fluxo de Valor para visualizar o efeito do gargalo nas operações. Essa técnica permite identificar onde ocorrem as interrupções e quais processos alternativos podem ser empregados para minimizar o impacto. Considere também soluções temporárias, como ajustar o cronograma de produção ou buscar fornecedores alternativos, enquanto trabalha para resolver o problema na origem. Essa abordagem proativa garantirá que a produção continue fluindo da melhor maneira possível.

Once we are aware of the problem for delay in supply , it is of utmost importance to find out what level of impact it is going to cause . Weather it is a short term issue , which may lead to few hours stoppage or issue which may lead to stoppage of line for long hours . Having a correct analysis of impact will help in prioritising the action to be taken ( like decision making of spare part to be air freighted or getting through standard route )

Dentro del análisis de causa raíz, el equipo de trabajo establece el grado de impacto ocacionado por el problema de la materia prima, por lo que definen acciones de contención temporales para minimizar el impacto en lo que se establecen los planes de acción con el proveedor.

Effectively management of supplier-caused bottlenecks in a lean production line begins with pinpointing specific problems such as delivery delays, quality defects, insufficient quantities, and reliability issues. Next we need to evaluate the severity of each problem and determines its criticality. Here more significant disruptions may require urgent attention. Understanding the frequency of these issues would help us gauge their cumulative effect on production. By analyzing how these problems interfere with production flow and operational efficiency, we can prioritize addressing the most severe and frequent issues. This strategic approach ensures that interventions are focused and effective, thereby improving lean production performance.

Once we have identified the issue and classified it as show stopper or otherwise, then we need to estimate the impact on our production and the production of our client, these two must be done at the same time.

Actively working with supplier to check possible ways to meet short term solution which include alternate available material can be used( in such cases we must involve customer as well). Secondly, to streamline the regular supply, we have to support and help supplier in terms of technical assistance.

Always create a risk registrar with the expected risks and wyas to mitigate them. This is one of the risks. You can have multiple sourcing strategy or maybe create extra safety stock from specific SKUs. Buy what is important is to identify how YOU can help out your supplier to clear the back log as soon as possible. This might be by focusing his production on your "A" items, supporting him technically or even by providing your facility temporary for his own production if possible Always try to think of new innovative ideas rather than just putting pressure on your supplier

Transparency in communication hold importance in coming to an amicable solution . If there is capacity issue , the supplier needs to be very clear and open about it . The solution needs to be brain stormed until new machinery is added . TOC , has to be a applied and machine has to be exploited for 24 hours , thus easing out on some output requirement .

Após entender o impacto do gargalo, é hora de fazer um brainstorming de soluções. Considere a possibilidade de obter material de outro fornecedor ou aumentar os níveis de estoque para componentes críticos, garantindo que a produção não seja interrompida. Avalie se existem materiais ou componentes alternativos que possam ser usados temporariamente, sem comprometer a qualidade do produto final. Além disso, envolva-se ativamente com seu fornecedor atual para discutir maneiras de melhorar seu desempenho e negociar melhores termos contratuais, incluindo contingências para atrasos futuros. Essa abordagem colaborativa pode ajudar a prevenir problemas semelhantes e fortalecer a parceria com o fornecedor.

As Lean professionals we need to address supplier-related bottlenecks by implementing several key strategies. We should focus on improved communication processes with suppliers through regular dialogues to address issues and set clear expectations. We should ensure that performance metrics are established to ensure alignment with goals. Lean tools like Kanban will help optimize inventory management, while Jidoka enhances quality control. Investing in supplier training improves capabilities, and diversifying the supplier network reduces dependency and risk. Regular audits help maintain standards and identify areas for improvement, while contingency plans prepare for future disruptions, ensuring overall supply chain stability and efficiency.

Continuously monitor the situation and update your plans as needed. Communicate with stakeholders, including customers, suppliers, and employees, to keep them informed of progress and any changes to the production schedule.

The supplier can be the limiting factor. But that costs more than the value if goods they are supplying. Initially you will have to put in a little money to solve their problem. Once they realise the logic and your contributions they themselves take up the rest of the solution and keep it sustained.

Can be Implemented flexible manufacturing processes that can quickly adapt to changes in supply to mitigate the production bottleneck, such as reconfigurable production lines or modular product designs. Create cross-functional teams to monitor and manage supply chain risks, bringing together expertise from procurement, production, and logistics. Establish key performance indicators (KPIs) for supplier performance and monitor them regularly. Metrics like on-time delivery, quality, and lead time can provide early warnings of potential issues and make changes before arising any bottleneck due to any of the influencing factors.

Com as soluções definidas, é hora de implementar mudanças que resolvam ou mitiguem o gargalo. Isso pode incluir o ajuste do cronograma de produção, a reorganização da sequência na linha de produção ou até mesmo o reprojeto de processos para utilizar materiais alternativos. É fundamental comunicar essas alterações a todas as partes interessadas, garantindo que todos compreendam as novas diretrizes. Além disso, invista em treinamentos para a equipe, capacitando-os a lidar com os novos procedimentos e garantindo que todos estejam alinhados. Essa comunicação clara e o treinamento adequado são essenciais para a eficácia das mudanças e para manter a produtividade da operação.

Una vez definida la causa raíz y la solución del cuello de botella con el proveedor es muy importante definir las acciones correctivas para eliminar la causa raíz y las preventivas para evitar que se vuelva a presentar. Hay que designar responsables de ambas organizaciones y sobre todo y muy importante tiempos de entrega.

Após implementar as mudanças, é essencial monitorar de perto os resultados para garantir que o gargalo tenha sido resolvido e que novos problemas não tenham surgido. Utilize indicadores-chave de desempenho (KPIs) para avaliar a eficácia das intervenções realizadas. Isso permitirá que você identifique rapidamente qualquer desvio e faça ajustes conforme necessário. O monitoramento regular não só assegura a continuidade da produção, mas também fornece informações valiosas que podem ser utilizadas para prevenir problemas semelhantes no futuro. Essa abordagem proativa e analítica é fundamental para aprimorar continuamente a eficiência da linha de produção e fortalecer a operação como um todo.

There must be a high level resource assigned within the organisation to monitor and follow up on agreed action plans with stakeholders. It is very easy to slip and at this stage as people tend to relax when pressure is normalised. High level communcations must be continued till the normal situation is achieved.

Look for a second supplier or work with your engineering team to change design or manufacturing requirements to solve their challenges.

Pour surveiller les résultats, une heijunka box sur le quai de chargement du fournisseur est le top ! Cela lui permet en temps réel de se situer par rapport à votre demande. En interne, les files FIFO permettent de vérifier que les fournisseurs sont dans les délai

Supply chain visibility together with collaborative information sharing in a real-time scenario can mitigate the problem of unexpected bottleneck in the production.

Suppose a supplier bottleneck becomes an issue; a well-defined value stream map is not designed. Risk triggers are not appropriately monitored, information radiators such as cumulative flow diagrams and kanban boards are not in place, and communication with suppliers to better understand operations forecasts is lacking. Expected monetary value was not considered in the risk register.

Strong and partnership based relationships are crucial with your suppliers if you want to minimise the risk of disruption. Be collaborative and understand each others issues and challenges and have regular dialogue In that way suppliers will value you more and are likely to prioritise your situation if issues arise

Even when everything works perfectly with the supplier, alternate sources need to be developed. Relying on one vendor only is a gamble. The demand needs to be distributed among multiple suppliers, and each needs to have a reasonable safety stock on hand to overcome unexpected problems and support continuous production. Unfortunately these days JIT is just a pipe dream.